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1
Taher, Lect Najihah Mohammed. "Review of Human Resource Management: Key Concepts and Skills by Phil B. Beaumont." Journal of Social Sciences and Humanities Research Fundamentals 05, no. 03 (2025): 7–11. https://doi.org/10.55640/jsshrf-05-03-02.
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Human Resource Management, HRM, is a comparatively new term. It refers to a basic philosophy, a way of doing things, which values people as assets, that is, human resources. Traditionally, all management may be a businessman, a government administrator, or a university dean, and is carried on with a view to making profits or achieving the given goals or fulfilling certain prescribed functions. They pursue the above goals or activities by seeing different factors as resources like raw materials, financial resources, and technologies. On the other hand, HRM is an approach in which sufficient attention is paid to the most valuable assets of the organizations, that is, the workforce. We know that all factors in production management are subject to fast changes, but human factors are sometimes unpredictable and subject to rapid changes.
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Dharma Diani, Rinny, Hamida Hamida, and I. Ketut R Sudiarditha. "The Role of Human Resources in Human Capital Management." Siber Journal of Advanced Multidisciplinary 2, no. 1 (2024): 145–60. http://dx.doi.org/10.38035/sjam.v2i1.145.
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This article discusses the important role of human resources (HR) in Human Capital Management (HCM) with a theoretical basis from various experts, as well as global case studies that illustrate the implementation of the role of HR in HCM. Based on the theory outlined in "Armstrong's Handbook of Human Resource Management Practice," HCM underscores the importance of managing human capital as a strategic asset that contributes to the achievement of organizational goals. Experts such as Gary Becker, David Ulrich, and Michael Armstrong state that investing in developing employee skills and knowledge is the key to increasing a company's productivity and profitability. In a global context, case studies show that the role of HR has evolved to become more strategic, not only managing employees but also adapting to current trends in human resource management. These trends include employee well-being, skills-based hiring, work flexibility, hybrid learning, ESG reporting, and interpersonal skills development. The role of HR in HCM is about transforming human resources into the main force that drives organizational growth and sustainability through effective and adaptive management strategies.
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Protasenko, O., and G. Mygal. "HUMAN RESOURCES ARE A FACTOR IN APPLYING OF MAN-MACHINE SYSTEMS SAFETY." Municipal economy of cities 6, no. 159 (2020): 139–46. http://dx.doi.org/10.33042/2522-1809-2020-6-159-139-146.
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Human resources are the important issue in the applying of man-machine systems safety. It is shown that the quality and quantity of human resources depend on how effective “resources cycle” occurs. It led to the development of three types of human resources inflow-outflow models, which can determine the effectiveness of “resources cycle”. It is established that the formation at the employee three types of skills (the resources estimation skill, the resources balance determination skill, the resources management skill) allows increasing efficiency of “resources cycle”. The primary measure to provide the formation of these skills is training. It was proposed “Resource Balance Card” to help the employee to determine the resources inflow-outflow balance independently.
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Martins, Dora. "Digital Human Resources Management HUB." European Conference on Knowledge Management 23, no. 2 (2022): 796–803. http://dx.doi.org/10.34190/eckm.23.2.314.
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The focus of this empirical study is to explore the importance of creating a HUB specialized in digital human resources management (HRM). Digital Hubs are collaborative networks that aim to stimulate the adoption of advanced digital technologies that promote interaction between different agents for emerging ideas, tools, and for digital networking. Furthermore, a HUB could provide an overview of digital skills and learning strategies to improve these skills to work in a digital society. The main objective of this research is to explore the role of HRH practitioners as agents of creating, acquiring and diffusing knowledge about digital HRM issues. Thus, this study intends to know several stakeholders’ opinions about the importance of the creation of a collaborative platform to manage sourcing, information, and knowledge. It uses qualitative analysis to collect information based on an exploratory study using a focus group with a group of stakeholders (HRM professors, students, and practitioners) with an interest in the topic, through a collective semi-structured interview. The results show that it is important to create a digital HUB to enhance the use of advanced technology in the development of HRM and to facilitate the digital transformation of the different HRM stakeholders. As main activities to develop, the ones identified are: (1) to create a digital room to improve the learning of HRM students related with tools such as chatbots and avatars; (2) to do regular HRM talks to promote the sharing of new knowledge regarding digital innovations; (3) to define digital HRM working groups to create new knowledge; (4) to develop HRM entrepreneurship projects as well as (5) research projects related to digital issues; and (6) to share a digital HRM Library. We conclude by reflecting the importance of HRM digital transformation and also encourage higher education institutions to become shared and open digital learning spaces. The conclusion provides suggestions for opportunities for future research.
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MAZILU (ALEXANDRESCU), Elena-Alexandra. "THE CONCEPT OF HUMAN RESOURCES MANAGEMENT." BULLETIN OF "CAROL I" NATIONAL DEFENCE UNIVERSITY 10, no. 4 (2022): 72–77. http://dx.doi.org/10.53477/2284-9378-21-45.
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The concept of human resources management has developed over time starting from personnel management, focusing much more on human resources planning, recruitment and selection, but also on evaluating professional performance and career management. The efficient implementation of human resources management at organizational level depends very much on the analysis of jobs. Job analysis provides elements that underlie the establishment of human resource needs and can be done through several methods, namely observation, interview or questionnaires. The recruitment and selection process can be improved by job analysis, because managers more objectively identify the knowledge, skills, abilities needed for a job and can structure tests based on job analysis results; they can state a more accurate job description.
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JIEQIAN, ZHANG, and RUDNAK ILDIKO. "HUMAN RESOURCE MANAGEMENT IN CHINA UNDER ECONOMIC GLOBALIZATION." Journal Plus Education 35, no. 1 (2024): 89–103. http://dx.doi.org/10.24250/jpe/1/2024/zj/ri/.
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Economic globalization is the development characteristic and advantage of modern economy, especially the in-depth development of knowledge economy and people-oriented era, which has become the decisive factor of the world economy in the 21st century. In this context, competition among countries increasingly revolves around the quantity, quality and development level of human resources. This transformation has brought both opportunities and challenges to human resource management (HRM) in China. Economic globalization has prompted China's human resources management concepts to be re-examined and updated, and the field of human resources management has shown a more diversified pattern. The subjects of human resources management are constantly changing, and it is necessary to adjust the human resource’s structure and improve the overall quality of the workforce. While economic globalization has brought opportunities to China, it has also brought tremendous pressure to China's human resources management. Fierce international competition has posed a severe test to human resources and challenged traditional human resource management methods and structures. This article deeply explores the impact of economic globalization on human resource management in China. It analyzes how China's human resources management responds to the emergence of diverse talent market, the growing demand for cross-cultural skills, the fluidity of global talent flows, the need for technology and digital transformation, and the regulation and compliance faced in operations challenge. Globalized environment. By understanding and responding to these changes, China's human resource management can proactively respond to the changing situation and seize the opportunities brought by economic globalization.
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Covell, Caroline. "Human Resources Management for Effective Public Administration." Chinese Public Administration Review 6, no. 3/4 (2016): 61. http://dx.doi.org/10.22140/cpar.v6i3/4.92.
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Managing human resources in public administration is difficult and complex because it is an academic field, a field of scientific management and application, and a field of managerial professionalism, which includes legal and political processes. Effective management of human resources in public administration requires the incorporation of human resources development and continuous and strategic planning for “the right person for the right job.” The contemporary public administration with personnel that possess “employable skills” belittles the government and reduces its capacity. This system has resulted in a human resource management style that is based on feelings. This paper argues that traditional human management is more effective and it determines the success and the strength of the government. The crisis faced by public administration today is the result of the reinventing the government movement–a system whose human resources management is based on “employable skills,” multitasking, and a fast-paced environment. This system diminishes the importance of knowledge, science, and professionalism. It causes a leadership crisis and poor capacity governance. This paper describes the theoretical foundation of human resources management in the government. This paper also discusses a comparative analysis between line-department and matrix approach as an alternative solution to improve the capacity of public employees so that they can perform effectively and maximize their potential.
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Covell, Caroline. "Human Resources Management for Effective Public Administration." Chinese Public Administration Review 6, no. 3-4 (2011): 61–81. http://dx.doi.org/10.22140/cpar.v6i3.4.92.
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Managing human resources in public administration is difficult and complex because it is an academic field, a field of scientific management and application, and a field of managerial professionalism, which includes legal and political processes. Effective management of human resources in public administration requires the incorporation of human resources development and continuous and strategic planning for “the right person for the right job.” The contemporary public administration with personnel that possess “employable skills” belittles the government and reduces its capacity. This system has resulted in a human resource management style that is based on feelings. This paper argues that traditional human management is more effective and it determines the success and the strength of the government. The crisis faced by public administration today is the result of the reinventing the government move-ment–a system whose human resources management is based on “employable skills,” multitasking, and a fast-paced environment. This system diminishes the importance of knowledge, science, and professionalism. It causes a leadership crisis and poor capacity governance. This paper describes the theoretical foundation of human resources management in the government. This paper also discusses a comparative analysis between line-department and matrix approach as an alternative solution to improve the capacity of public employees so that they can perform effectively and maximize their potential.
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Šveb Dragija, Marta. "Human Resources Management in Museums." Ekonomski pregled 75, no. 6 (2024): 460–76. https://doi.org/10.32910/ep.75.6.2.
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This PRISMA systematic review aims to investigate the human resources management (HRM) challenges faced by museums and potential strategic solutions. Despite being a valuable asset, HRM in museums has presented significant challenges for museum management, which until now have not been systematically researched. The analysis was conducted throughout July 2023, with the final sample including 32 records. The findings reveal eight key HRM challenges: digital revolution, co-creation of exhibitions, outdated leadership approaches, lack of crisis and climate change management, high staff turnover, challenges in creating an inclusive museum environment, lack of staff competencies, and organizing staff training. To navigate these challenges successfully, museums can implement a range of strategic solutions. These solutions center on skills development, the adoption of contemporary leadership approaches grounded in collaboration, and the crucial role of organizational and legislative support for staff and talent development in museums. Although the study is limited in the number of records covered, due to the dearth of studies on HRM in museums, it marks the first systematic examination of the HRM challenges in museums, enriching the field of museum and heritage studies by shedding light on the current obstacles impeding the creation of positive, talent-nurturing work environments within museums.
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Jariah, Ainun. "The Financial Management Assistance on Melijo Business Owners." Empowerment Society 4, no. 1 (2021): 14–16. https://doi.org/10.30741/eps.v4i1.633.
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The activity aims to provide financial management assistance on melijo business owners in Biting village Kutorenon Sukodono, so that the business owners are able to improve their human resources skill to manage their business; strengthen the human resources skill in bookkeeping regularly and correctly; improve the ability in separating between business and household finances; and to find easy capital access. The method of community service activity has several stages, including the initial survey, the interview to find the offered problems and solutions, business management assistance, finance management, and operational aid for melijo business owners. The partner weakness mainly lies in the limited ability of human resources in managing their business, not yet available human resources who understand about bookkeeping trade business regularly; not yet separate business and household finances and limited capital access. The targets to be achieved, including: the improvement of partners skills in running their business in sustainable manner; strengthening partners skill in bookkeeping regularly and correctly; the improvement of partner skills in separating between business and household finances and easy capital access.
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Nurwan, Nurwan, Abdul Hamid Habbe, and Abdul Wahab. "Overview of Human Resource Management in Islamic Economics." Dinasti International Journal of Economics, Finance & Accounting 2, no. 5 (2021): 479–88. http://dx.doi.org/10.38035/dijefa.v2i5.1051.
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Islamic economic human resources are said to be important because Islamic economic resources must have morals, skills and competencies. The purpose of this study is to review how the concept of human resource management in Islam is.The data collection method in the article is a literature study with descriptive analysis. The results of the study stated thatHuman resources in Islam are those who have the noble qualities of the Prophet SAW, namely Siddiq (true and honest), Amanah (honest/trustful, responsible), Fathanah (intelligent) and Tabligh (transparent). These qualities will produce human resources who are kafa'ah (professional), amanah (trustworthy), and himmatul amal (work motivation).
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Adilova, Zulfiya, and Jakhongir Mansurov. "MODERN APPROACHES OF HUMAN RESOURCE MANAGEMENT IN TOURISM." Multidisciplinary Journal of Science and Technology 4, no. 9 (2024): 16–21. https://doi.org/10.5281/zenodo.13798922.
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This article discusses the theoretical foundations of human resource development in tourism, the stages of human resource development, and their individual features. The article also analyzes the institutional framework for the development of human resources, reforms aimed at improving the skills of personnel in the tourism sector, and relevant indicators.
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Ansari, Aleena. "The Role of Interpersonal Communication Skills in Human Resource and Management." International Journal of Science and Research (IJSR) 10, no. 11 (2021): 916–22. http://dx.doi.org/10.21275/sr211118020911.
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Duffy, Neil. "Information management through human resources spectacles." South African Journal of Business Management 22, no. 4 (1991): 94–100. http://dx.doi.org/10.4102/sajbm.v22i4.906.
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The purpose with this article is to highlight the similarities of, and mutual dependence between, information management and human resource management. Information pervades almost everything we do. The information resource itself comprises applications, tools, people, organization, software, hardware and data. Many of the issues that drive information systems today have strong human resources (HR) connotations: organizational learning, IS's role, contribution and alignment in the organization, end-user computing, IS implementation, change and organization design. Both IS and HR manage a key resource, require a strategic vision, are important components of the strategic plan, have similar components and are experiencing changing and increasingly important roles in their organizations. IS itself has become increasingly high touch over the years and as such needs to draw more and more on HR skills and support. In future the bottom line will depend on strength in both HR and IS and the ability of management to derive synergy from them.
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Khuay Guan Lionel, Lee, Sukhumpong Channuwong, and Kulpornpath Wongmajarapinya. "HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE." International Journal of Advanced Research 11, no. 05 (2023): 872–81. http://dx.doi.org/10.21474/ijar01/16940.
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Human resource management is one of the most important components to increase organizational performance. This is because human resources are the most valuable assets that can drive the organization to grow and prosper, and to be able to compete in the global market. This paper aimed to study the important components of human resource management and a linkage between human resource management and organizational performance based on the literature review. The results of the study showed that human resource management can help the organization to elicit and extract knowledge, skill, expertise, talent and competency of employees to work for the success and growth of the organization. Without effective human resource management, the organization cannot run its business to reach its goals and objectives. Therefore, each organization focuses on recruiting and selecting knowledgeable, skillful and competent employees and pay them with fair benefits and compensation to create their organizational commitment so that that they work to increase organizational performance. In addition, the organization should train unknowledgeable and unskillful employees to have more knowledge and skills required to work for the organization.
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Daoudi, Najima, Majda Nabigh, Imane Hilal, Hasnae Rahimi, and Fatima Zahra Atiki. "Organizational Intelligence: Ontological Modeling of Skills." International Journal of Advanced Corporate Learning (iJAC) 13, no. 1 (2020): 4. http://dx.doi.org/10.3991/ijac.v13i1.10589.
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<p class="0papertitle">In both the private and public sectors, human resource management processes face considerable challenges in terms of skills management within organizations. In fact, during the recruitment process, it is difficult to find the right profile for certain functions. To cope with this constraint and thus streamline this process, organizations tend to implement intelligent management of jobs and skills. Most systems of matching a job with a profile face the difficulty of developing and maintaining resources specific to each field. In view of this, ontologies are not only a tool for professional management and strategic management of human resources, but they also make it possible to base the relationship between the couple job / profile. Thus, we propose a construction approach of three ontologies that will play a key role in knowledge management in the context of the Secrétariat Chargé De L’eau but which remains valid for later use in broader contexts.</p>
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Kitanov, Vladimir. "THE IMPORTANCE OF HUMAN RESOURCES IN HOTELS." Knowledge International Journal 30, no. 6 (2019): 1767–70. http://dx.doi.org/10.35120/kij30061767k.
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Human resource management and their potential and behavior in the work process or job tasks are a responsible and dynamic process that helps the organization to reach the desired abilities, quality and performance, and through its management to influence the behavior of individuals and groups in order to ensure the achievement of desired results and projected goals. Appropriate human resources management enables every person performing the tasks and tasks to provide capable and responsible persons, so that an individual or team can achieve maximum results in the given conditions.Human capital is defined as the knowledge, experience, skills, creativity, and innovation skills of employees in a company that directs them towards performing the joyful tasks.
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Muhammad Nawir, Lisa Aulia Putri, Muh. Ali Fikri Subair, and Novia Damayanti. "Optimalisasi Sumber Daya Manusia dalam Industri: Analisis Peran dan Strategi Pengembangan Keahlian dalam Meningkatkan Kinerja Sektor Perikanan." Ocean Engineering : Jurnal Ilmu Teknik dan Teknologi Maritim 3, no. 1 (2024): 19–27. https://doi.org/10.58192/ocean.v3i1.1895.
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Indonesia has enormous marine and fisheries potential because of its vast sea area. Human resources in managing fishery products have not maximized the potential of fishery products. Therefore, in order to maximize the potential of fishery products, quality human resources are needed. Since human resources are an important part of an organization, including in the Indonesian fisheries industry, human resource management and development is very important for the success of an organization. The method used is qualitative research method, more precisely literature research. The literature research process is carried out by reviewing the literature and analyzing the relevant topics combined. Literature search can utilize sources in the form of journals, books, dictionaries, documents, magazines and other sources without conducting field research. The results found that in optimizing in improving the performance and sustainability of the fisheries product management industry, it is important to optimize human resources. Many approaches can be used to improve operational efficiency. Increase efficiency in all stages of production, from fishing to distribution, with the adoption of advanced technology and automated equipment. Training and Skills Development ensures that employees have a good understanding of the latest practices and technologies through regular training that enhances their technical and managerial skills. Good Production Planning and Management; Energy and Resources Management; Use of wise energy and resource management practices to reduce operational costs Partners and Collaboration: Work closely with suppliers, distributors, and relevant institutions to improve supply chain efficiency and coordination. Training and Skills Development ensures that employees have a good understanding of the latest practices and technologies through regular training that enhances their technical and managerial skills. Good Production Planning and Management; Energy and Resources Management; Use of wise energy and resource management practices to reduce operational costs Partners and Collaboration: Work closely with suppliers, distributors, and relevant institutions to improve supply chain efficiency and coordination.
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Malik Mohammed, Maitham, and Prof Dr Ghani Dahham Tanay Al-Zubaidi. "The Role of Human Resources Management Professionals' Skills in Information Technology." INTERNATIONAL JOURNAL OF RESEARCH IN SOCIAL SCIENCES & HUMANITIES 13, no. 01 (2023): 362–72. http://dx.doi.org/10.37648/ijrssh.v13i01.030.
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The current research aims to measure the impact of the skills of human resources management professionals in information technology in Iraqi private banks, as the skills of human resources management professionals constitute the modern trend of banks' interest in employees with outstanding performance, and the presence of information technology in banks is a prerequisite for dealing with the huge amount of data. And converting it into information to support the decision-maker in light of a complex environment, and the field research problem was the presence of a clear lack of interest in the skills of human resource management professionals and the weak adoption of information technology, which was reflected negatively on the competitiveness of Iraqi private banks. The questionnaire was adopted as a main tool in collecting data and information related to the research, which was prepared based on a number of ready-made scales and using the five-point Likert scale, and was subjected to validity and reliability tests, and distributed to a sample of (91) individuals from the managers and employees of human resources departments working in Iraqi private banks. And to analyze the research data, the ready-made statistical program (SPSS V.27) was used. Among the most important statistical tools used in the analysis are: "the arithmetic mean, standard deviation, coefficient of variation, Pearson's correlation coefficient, multiple linear regression, and path analysis." The most prominent results of the research showed that there is an indirect effect relationship to the skills of human resources management professionals in information technology
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Dragomiroiu, Rodica, Iulian Hurloiu, Bianca Rusu, and Elena Burtea. "Human Resources Monitoring and Development." International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 1 (2016): 183–88. http://dx.doi.org/10.1515/kbo-2016-0033.
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Abstract Performance management in organizations is mainly concentrated on evaluating employees’ results and on rewards. The efficient work of a member of an organization is usually seen as a consequence of the interactions between individual skills and motivation. More and more managers of successful business organizations recognize the critical importance of planning and monitoring the employees’ work results.
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Firdiansyah, Fitra Azkiya. "Optimization Of Human Resources Management In Islamic Banking." JPS (Jurnal Perbankan Syariah) 2, no. 2 (2021): 150–64. http://dx.doi.org/10.46367/jps.v2i2.375.
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So far, the rapid development of Islamic banking has not been supported by competent resources according to Islamic principles. The resources contained in Islamic banking so far have been a shift from conventional banking, resulting in the incompetence of these resources in Islamic banking. This study aims to analyze the optimization of human resource management in Islamic banking following Islamic principles. The method in this research is descriptive analysis with a qualitative approach. The analysis uses deductive and inductive techniques from various published literature. The results of the study show that human resources in Islamic banking are not yet optimal. The development and development of available resources must align with the position, training, and development of attitudes and managerial skills instilled with Islamic financial and ethical principles. Islamic banking must cooperate with universities in the coaching process to absorb potential resources with added value and have Islamic-based competencies.
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García-Carbonell, Natalia, Fernando Martín-Alcázar, and Gonzalo Sanchez-Gardey. "Determinants of building consistent human resources management systems." International Journal of Manpower 39, no. 3 (2018): 354–77. http://dx.doi.org/10.1108/ijm-06-2016-0140.
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Purpose While previous human resources management (HRM) studies have focused on human resources (HR) practices to explain the strategic HRM-performance link, organizational communication is studied as a key HRM process and an alternative perspective explains the factors influencing communication implementation and subsequently internal HRM system consistency. The paper aims to discuss these issues. Design/methodology/approach HR decision makers’ human capital is examined as a determinant of communication implementation by applying the partial least squares approach to a sample of 120 Spanish HR managers. Findings The results confirm the relevance of HR decision makers’ cognitive skills, showing that communication of HRM strategy does not appear to require a particular cognitive approach but rather a balance of creative and rational skills. Additionally, the findings suggest that appropriate communication implementation improves the internal consistency of the HRM system by creating coherent HR messages about the implemented practices. Originality/value This study presents three main contributions: analyzing conditions that promote more appropriate communication implementation; providing a process perspective instead of the traditional content focus to explain HRM, and deepening the ways in which communication affects the internal consistency of the HRM system.
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NAWANGSARI, Lenny Christina, Indra SISWANTI, and Mochamad SOELTON. "HUMAN RESOURCES MANAGEMENT STRATEGY FOR BUSINESS SUSTAINABILITY IN MSMES." ICCD 5, no. 1 (2023): 514–18. http://dx.doi.org/10.33068/iccd.v5i1.599.
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Human Resource Management (HRM) is very much needed in Micro, Small and Medium Enterprises (MSMEs) because it can improve HR competency through increasing the knowledge and skills of MSMEs. Managing human resources for MSMEs is a skill that must be possessed by MSME players. HR management in MSMEs includes recruitment, selection, placement, development, compensation (wages), retention, evaluation, promotion and termination of employment. Managing human resources for MSMEs is a skill that must be possessed by MSME players. As the global economy develops, business competition is increasingly competitive. Micro, Small and Medium Enterprises have low competitiveness, one of the causes is low product quality, lack of product innovation and limited mastery of technology. MSME products have not been able to penetrate the free market. One of the causes is the quality of goods that is not yet competitive and technological limitations, even though competitive advantage is very important for the sustainability of MSMEs. Business sustainability is a stability of business conditions, where sustainability is a business continuity system that includes growth, continuity and approaches to protect business continuity and business expansion. Business sustainability in MSMEs can be implemented by responding to rapid changes in technological innovation, focusing on long-term interests, producing environmentally friendly products and striving for the preservation of natural resources and efficient use of technology.
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Katangchol, Suchart, Sukhumpong Channuwong, Teeradej Snongtaweeporn, et al. "THE MODEL OF HUMAN RESOURCE MANAGEMENT FOR ORGANIZATIONAL EFFICIENCY IN THE NEW NORMAL AGE." International Journal of Advanced Research 11, no. 03 (2023): 156–66. http://dx.doi.org/10.21474/ijar01/16402.
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This article aimed at analyzing the principles of human resource management and form the model of human resource management for organizational efficiency of business companies in the new normal age. The results of the study showed that finding and retaining human talent has become a competitive battleground. The principles of human resource management consisting of human resource planning, recruitment and selection, training and development, compensation and benefit, appraising employee performance and employee retention are the functions that can be performed in organization to facilitate the most effective use of human talents, skills and knowledge of employees to work for achieving organizational goals and objectives. Attracting, developing, and retaining employees with special talents, skills, knowledge, creative thinking, and experiences become the key strategies for increasing organizational efficiency in the new normal age. As human resources play a key role in the success of organization, effective management of human resources in business companies becomes the greatest challenge of managers today, especially in the new normal age.
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Zakaria, Sabarudin. "Transforming Human Resources into Human Capital." Information Management and Business Review 2, no. 2 (2011): 48–54. http://dx.doi.org/10.22610/imbr.v2i2.882.
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Human resource refers to the stock of productive skills and technical knowledge embodied in labor. It is tangible in nature. Many early economic theories refer to it simply as labor, one of the three factors of production, and consider it to be a fungible resource -- homogeneous and easily interchangeable. The goal of human resource management is to help an organization to meet strategic goals by attracting, and retaining employees and also to manage them effectively so that they deliver productive outputs. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization’s employees, and the overall strategic direction of the company. Human capital instead, refers to the intangible aspect of human resources. It enhances the value of employees by striking a win-win goal for employers and employees. It focuses on the intrinsic value of each employee, where any expenditure on employees is regarded as an investment rather than an expense. The varying talents and motivations of employees are given cognizance so that incentives and working arrangements can be created to enhance each employee's contributions to organizational performance. This paper distinguishes human capital from human resources and how human resource may be transformed into human capital.
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Tamba, Esra, and Maria Yertas. "Human Resources Management at Rendani Manokwari Airport." Pinisi Business Administration Review 6, no. 1 (2024): 61. http://dx.doi.org/10.26858/pbar.v6i1.60657.
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The aim of this studyto investigate the implementation of human resource management (HR) at Rendani Manokwari Airport. The research method used is a qualitative approach with case studies. Data was collected through in-depth interviews with HR managers, employees, and direct observation of HR activities at the airport. Research findings show that Rendani Manokwari Airport has implemented various HR management strategies and practices to support smooth operations and employee satisfaction. These strategies include careful recruitment and selection, employee training and development, fair reward systems, and effective internal communications. However, several challenges such as the need to improve human resource infrastructure and improve technical skills still need to be addressed. This research provides important insights for airport management and related stakeholders to improve the effectiveness and efficiency of HR management at Rendani Manokwari Airport.
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Huynh, Minh Sang. "Human Resources in the Knowledge Economy: Training and Developing Modern Management Skills." INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND ANALYSIS 07, no. 07 (2024): 3260–68. https://doi.org/10.5281/zenodo.12730821.
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This paper investigates the role of human resources in the knowledge economy and the methods for training and developing modern management skills. The study analyzes training models and clarifies the needs and solutions for enhancing management capabilities. The results indicate that investing in human resource training and development is a crucial factor for businesses to maintain competitive advantages in a globalized and high-tech economy.
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Afiah Mukhtar, Masradin Masradin, Asmawiyah Asmawiyah, Rahmat Rahmat, and Nurjaya Nurjaya. "Human Resources Development Era Digital Business." Terbuka Journal of Economics and Business 3, no. 2 (2022): 23–30. http://dx.doi.org/10.33830/tjeb.v3i2.4180.
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The purpose of this study is to describe the implementation of human resource management development in the digital era. This type of research is a descriptive qualitative literature study. There are several Human Resource Development Strategies in the Digital Business Age including: 1) The need for talented HR with hard skills and soft skills, 2) Providing Opportunities to Channel Ideas, 3) Appreciation and Awards. 4) Mastery of Digital Technology. 5) Excellent Service. The novelty of the strategy described in human resource development because of the results of the analysis, field conditions, problems and literature searches needed in the digital era
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Rismayadi, Budi. "Conflict Management Strategies in Human Resources Management Work Teams." Neo Journal of economy and social humanities 3, no. 1 (2024): 58–63. http://dx.doi.org/10.56403/nejesh.v3i1.183.
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This research aims to investigate effective conflict management strategies in the context of human resource management (HR) work teams. Conflict in the workplace, especially in HR teams, can be a significant challenge that affects productivity and harmony among team members. This research uses a qualitative approach with descriptive methods. The research results show that the implementation of conflict management strategies in human resource management work teams has a significant positive impact in improving harmonious and productive working relationships in the workplace. By implementing an open communication approach, teams can easily share information, express opinions, and resolve conflicts more effectively. Collaborative conflict resolution also allows team members to work together to find a solution that is satisfactory for all parties involved, thereby reducing the possibility of larger conflicts arising in the future. Additionally, through developing communication skills, team members can improve their ability to listen, express thoughts clearly, and understand others' perspectives, all of which are important aspects of managing conflict wisely.
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Agustina, Titien, Sulaiman Sulaiman, Muhammad Rudiansyah, et al. "PENYULUHAN BAGI IBU-IBU PENGGERAK EKONOMI PRODUKTIF RINTISAN DI KECAMATAN DAHA UTARA." Bakti Banua : Jurnal Pengabdian Kepada Masyarakat 1, no. 1 (2020): 10–17. http://dx.doi.org/10.35130/bbjm.v1i1.106.
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Human resource development in the home industry sector is mostly done by human resources with limited resources but have the will to be able to produce and have an impact on family and community economic resources. Mothers who are pioneers of productive economy in this pioneering are generally still weak in their capacity and capability in developing business, both in terms of business management in general, financial management, production management, marketing management, to human resource management itself in order to explore the deepest potential possessed. Through counseling activities become one of the efforts to help enlighten, add knowledge and insight and skills, so that intelligence grows in doing something and produces what is desired, even giving birth to creativity and innovation at a later stage.Human resource development in the home industry sector is mostly done by human resources with limited resources but have the will to be able to produce and have an impact on family and community economic resources. Mothers who are pioneers of productive economy in this pioneering are generally still weak in their capacity and capability in developing business, both in terms of business management in general, financial management, production management, marketing management, to human resource management itself in order to explore the deepest potential possessed. Through counseling activities become one of the efforts to help enlighten, add knowledge and insight and skills, so that intelligence grows in doing something and produces what is desired, even giving birth to creativity and innovation at a later stage.
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Apriyanza, Muhammad, Dina Mellita, Fitriasuri Fitriasuri, Efan Elpanso, and Andrian Noviardy. "Sosialisasi Dan Edukasi Green Human Resource Management Pada Pegawai Dinas Perindustrian Sumatera Selatan." Mestaka: Jurnal Pengabdian Kepada Masyarakat 4, no. 1 (2025): 36–41. https://doi.org/10.58184/mestaka.v4i1.579.
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The development Over time, human resource management has changed, one which is the creation of ecologically friendly company activities by producing the concept of Green Human Resources Management (GHRM). Currently, Green Human Resource Management has become the main business strategy for substantial organizations where Human Resource Development has an active role in the work environment. Green resource management is a policies for environmentally conscious companies resource management Management is human resources that are aware of scientific disciplines aware of scientific disciplines by combining with maintain the sustainability of nature in company management. Green Human Resource Management is a program that helps create a green workforce that can understand and appreciate green culture in an organization that requires high-level technical and management skills in employees. Green Human Resource Management practices in supporting better environmental performance. The approach is a qualitative one that is based on empirical research by examining use in empirical research by examining use green human resources management in the industrial world based on” devotion results from various parties, with sources of national journals, international journals.
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Firmansyah, Deri, Asep Achmad Rifa'i, and Asep Suryana. "Human Resources: Skills and Entrepreneurship in Industry 4.0." Formosa Journal of Applied Sciences 1, no. 6 (2022): 1221–40. http://dx.doi.org/10.55927/fjas.v1i6.1899.
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Increasing knowledge and competency challenges related to new technology and processes in Industry 4.0 (I4.0), a new strategic approach is needed for human resource management in companies. This study aims to identify a variety of skills that indicate an approach to how employees in companies and entrepreneurship can utilize them to face the emerging digital economy challenges in Industry 4.0. Macro environment analysis using the PESTEL framework approach was carried out. The finding that challenges in fulfilling the qualifications and requirements of employees and entrepreneurs who have a variety of skills to fulfill the core competencies in I4.0, requires the ability to identify needs, adjustments and flexibility with economic, social, technological and technical, environmental, and political and legal advances and changes . Identification and strategic approaches to qualifying core competencies that employees and entrepreneurship may require are explained in this article. Gap analysis of the categorization of each core competency and its evaluation is also described, ending with conclusions and recommendations.
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Sitorus, Sunday Ade, and Anton Atno Parluhutan Sinaga. "HR Development Perspective On The Economic Growth Of Rural Banks In Indonesia In The Society 5.0 Era." Journal of Economic, Bussines and Accounting (COSTING) 7, no. 2 (2024): 3127–43. http://dx.doi.org/10.31539/costing.v7i2.8837.
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One of the banking businesses in Indonesia is Rural Banks requiring tough human resources (HR) with appropriate competence. The activity of managing and developing human resources (HR) is an important and strategic thing in HR management in a Rural Bank (BPR). The purpose of this research are to find the point of skill improvement, competence improvement, human resources' skill transformation into work system , human resources' capability improvement, industry society 5.0-based human resource development and economic growth. This research employed a descriptive quantitative method through path analysis using SPSS 22. The purposive sampling technique, 95 workers of the population were taken using questionnaires distributed via email. The results of this study demonstrated that the improvement of human resources (HR) skills, competence, and skill transformation to the work system positively and significantly affected the increase in HR's capabilities in the Rural Banks throughout Indonesia, and these three variables had an effect on HR development in the Rural Banks based on Industry Society 5.0. Simultaneously, the improvement of HR's skills, competence, and the skill transformation to the work system had a positive and significant impact on HR development based on Industry Society 5.0 in the Rural Banks throughout Indonesia through the increase in HR's capabilities as an intervening variable
 Keywords: industry society 5.0, human resources, rural banks, development, capability, improvement, economic growth
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Usmar, Usmar, Sismiati Sismiati, Syarifuddin Sulaiman, and Tamrin Lanori. "Strengthening Digital Literacy, Financial Management, and Special Skills to Face Human Resources Management Market Competition." Jurnal Aplikasi Bisnis dan Manajemen 11, no. 2 (2025): 715. https://doi.org/10.17358/jabm.11.2.715.
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Background: In a rapidly changing labor market, three factors are essential: ownership of digital literacy, financial management skills, and specialized knowledge in increasing competitiveness in HR Management. These three factors are relevant to technological developments and market needs, so it is also essential for companies to implement the right strategy to achieve high competitiveness. Purpose: This paper aims to analyze digital literacy, financial management, and special skills in the context of human resources management market competition and simultaneously analyze all independent variables with the dependent variable. Design/methodology/approach: This research design uses a quantitative approach. The study population consisted of 158 managers of financial institutions in Bekasi, with a sample size of 158 managers selected. The respondents were selected through the random sampling method. The data analysis technique uses multiple linear regression analysis. Findings/Result: The research results show that the variables Digital Literacy, Financial Management, and Special Skills have a positive and significant effect on Human Resources Management Market Competition. Moreover, all independent variables have a significant effect on Human Resources Management Market Competition by 54.4%, while the remainder is influenced by other variables. Conclusion: Digital literacy, financial management, and special skills collectively form a powerful arsenal for HR professionals seeking to excel in the market. Originality/value (State of the art): This study contributes to the limited empirical literature by quantitatively assessing the combined impact of digital literacy, financial management, and special skills on HR market competitiveness, offering practical insights for HR strategy development in the context of emerging market economies. Keywords: digital literacy, financial management, special skills, human resources management, market competition
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Ganzha, Maria, Adam Omelczuk, Marcin Paprzycki, and Mateusz Wypysiak. "Information resource management in an agent-based virtual organization-initial implementation." Computer Science and Information Systems 9, no. 3 (2012): 1307–30. http://dx.doi.org/10.2298/csis120117029g.
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In this paper we describe an early stage prototype of a system for information resource management in an agent-based virtual organization. We focus our work on support for human resource adaptability (e.g. knowledge, skills) as a tool for assisting project managers. In the proposed approach, a virtual organization is functionalized in terms of roles played by agents, while organization structure and information flow are represented in terms of agent-agent and agent-human interactions. Finally, all resources (e.g. workers, skills, training resources, etc.) are ontologically demarcated, and information is semantically processed. Discussion of organizational needs is followed by the outline of the system. Finally, basic capabilities of the implemented prototype are illustrated.
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Ristić, Zoran, and Aleksandar Damnjanović. "UPRAVLJANJE LJUDSKIM RESURSIMA – IZAZOV NOVOG MILENIJUMA." FBIM Transactions 9, no. 1 (2021): 137–45. http://dx.doi.org/10.12709/fbim.09.09.01.13.
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The developed world has long known that human resources are the most important factor in the business of any organization. That is why he should be given the greatest attention. However, in the modern world of high technology, it often happens to pay attention to electronic systems and to forget how important people really are. With this text, he wants to emphasize the importance of good interpersonal relations in the organization and point out that employees who do their job well are the most valuable assets it has, that the strength of every company is in the abilities of all employees, that employees make the company what it really is. they are the ones who give life to the company and enable its functioning. The paper emphasizes that the abandonment of old, traditional, and the introduction of new modern management styles is a prerequisite for a successful market presence of any organization and analyzes the situation in this area in our companies. In order to emphasize the new roles of managers, attention is focused on his leadership and coaching skills, and communication skills that are the key to successful cooperation and greater motivation of employees. The recommendations and conclusions contained in this paper can be the basis for further research, with the aim of providing a better theoretical basis for effective and efficient human resource management in facing the many challenges of the new millennium.
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Gerogiannis, Vassilis C., Elli Rapti, Anthony Karageorgos, and Panos Fitsilis. "On Using Fuzzy Linguistic 2-Tuples for the Evaluation of Human Resource Suitability in Software Development Tasks." Advances in Software Engineering 2015 (June 24, 2015): 1–15. http://dx.doi.org/10.1155/2015/695873.
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Efficient allocation of human resources to the development tasks comprising a software project is a key challenge in software project management. To address this critical issue, a systematic human resource evaluation and selection approach can be proven helpful. In this paper, a fuzzy linguistic approach is introduced to evaluate the suitability of candidate human resources (software developers) considering their technical skills (i.e., provided skills) and the technical skills required to perform a software development task (i.e., task-related skills). The proposed approach is based on qualitative evaluations which are derived in the form of fuzzy linguistic 2-tuples from a group of decision makers (project managers). The approach applies a group/similarity degree-based aggregation technique to obtain an objective aggregation of the ratings of task-related skills and provided skills. To further analyse the suitability of each candidate developer, possible skill relationships are considered, which reflect the contribution of provided skills to the capability of learning other skills. The applicability of the approach is demonstrated and discussed through an exemplar case study scenario.
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Cunningham, J. Barton, and Yaw A. Debrah. "Skills for managing human resources in a complex environment: the perceptions of human resource managers in Singapore." International Journal of Human Resource Management 6, no. 1 (1995): 79–101. http://dx.doi.org/10.1080/09585199500000004.
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Nisa, Natasya Khairun, Citra Nabila, Sabilinnisa Azahra, and Fany Apriliani. "Tinjauan Literatur Optimalisasi Manajemen Sumber Daya Manusia Untuk Peningkatan Produktivitas dan Keberlanjutan Peternakan Sapi Perah." Jurnal Ekonomi, Bisnis dan Manajemen 4, no. 2 (2025): 399–410. https://doi.org/10.58192/ebismen.v4i2.3559.
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Human resources are the driving force of animal husbandry in Indonesia, because the role of human resources is important and aligned with qualified work skills will create sustainable dairy farms. This Literature Review aims to examine the effect of increasing productivity and sustainability of dairy farms through optimizing human resource management. This study used a systematic review method. After collecting information from 13 SINTA accredited journals and SCOPUS indexed journals, it was found that optimizing human resource management plays an important role in realizing productivity and sustainability of dairy cows, as found in this literature review that empowering farmers by providing training, knowledge and skills is a key factor in increasing production yields that support business sustainability.
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Panigrahi, Sambit. "AI in HR: Impact of Artificial Intelligence on Transforming Human Resources." American Journal of Management and Economics Innovations 07, no. 07 (2025): 51–58. https://doi.org/10.37547/tajmei/volume07issue07-06.
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The article examines the impact of artificial intelligence on the transformation of human resource management functions, analyzing the practices of embedding AI modules in the Oracle Fusion Cloud HCM platform and assessing their economic and strategic effects. Against the backdrop of rapid growth in AI penetration into business processes and active participation of HR units in the selection of AI solutions, the relevance of this study is determined by the need to optimize recruitment, retention and development of personnel, as well as to free up to 12 hours of working time per week for strategic tasks. The novelty of the work lies in its comprehensive approach, combining an overview of industry surveys (McKinsey, Engagedly, SHRM), analysis of Oracle technical documentation (Dynamic Skills, Skills Nexus, Activity Centers, Fusion HCM Analytics), and corporate case studies (Carv, Candidate, Forrester-TEI, Adecco). Data have been synthesized concerning the level of HR-task automation, the architecture of Oracle’s unified object model, and the contributions of pre-trained AI agents in recruiting processes, employee performance appraisal, and benefits management. The main findings demonstrate that AI implementation in HR ensures a significant reduction in routine operations (81% of respondents consider automation a priority), improvement of employee experience (73%), decrease in time-to-hire (by up to 70% through automated interview scheduling) and enhanced accuracy of candidate selection (a 14% increase in diversified responses). Using the Dynamic Skills module creates a “live” competency inventory, Activity Centers prompt the “next best action,” and the Digital Assistant and other chatbots return up to one hour per day to employees. Additionally, the author has proposed the Set-up Extractor Tool for automating the migration of Oracle HCM Cloud configurations, eliminating the risks of manual copying and version conflicts. The article will be helpful to HR service leaders, HR-technology implementation specialists, and digital transformation consultants.
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Setyaningrum, Retnopurwani, and Muafi Muafi. "Green human resource management, green supply chain management, green lifestyle: Their effect on business sustainability mediated by digital skills." Journal of Industrial Engineering and Management 16, no. 1 (2023): 1. http://dx.doi.org/10.3926/jiem.4152.
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Purpose: This study aims to empirically test and analyze the role of Green Human Resource Management (GHRM) and Green Supply Chain Management (GSCM) and Green Lifestyle on business sustainability mediated by digital skills.Design/Methodology: This study involved logistics managers at manufacturing companies in DKI Jakarta and West Java, Indonesia. It is because these two provinces have the largest manufacturing companies in Indonesia. From a late survey, the researchers obtained data from 250 questionnaires that were distributed. Then from all the data, there were 218 data that could be processed for further analysis. This study utilized the Structural Equation Model (SEM) analysis technique with AMOS 24 software in the data testing process.Findings: This study has confirmed a number of findings including: With the current COVID-19 Pandemic, Green Human Resources Management (GRHM) and Green Supply Chain Management (GSCM) are needed in Business Sustainability. GSCM has a positive effect on Business Sustainability (BS). Indonesia is also facing a revolution of 4.0 and 5.0, and Green Human Resources Management (GHRM) practice has an influence on BS and is deemed having significant and positive effect. In addition, manufacturing companies support the practice of green environment so that Green Supply Chain Management (GSCM) practice needs Digital Skill (DS) in enhancing its performance. Also, it has been proven in this research that GSCM has positive and significant effect. Digital Skill (DS), however, has no direct effect on Business Sustainability (BS).Research Limitation/Implications: This study focuses on the scope of green human resource management, green supply chain management, and green lifestyle and their impact on business sustainability mediated by digital skills. The next study is expected to examine the concept of green human resource management in service companies in order to obtain unique findings and confirm the relevance of the green human resource management concept in various business phenomena.Originality/value: This study explains the concept of Green Human Resource Management (GHRM), Green Supply Chain Management (GSCM) and Green Lifestyle (GL) towards Business Sustainability (BS) which is a different concept from the concept of Human Resource Management (HRM) implemented in manufacturing companies. In addition, this study discusses the green supply chain in its influence on business sustainability. Also, this study explains the role of the concept of Digital Skills (DS) in influencing Business Sustainability (BS).Practical and Social Implication: This study is expected to be a reference for practitioners, especially in the fields of Green Human Resource Management (GHRM), Green Lifestyle (GL), and Green Supply Chain Management (GSCM) in improving Business Sustainability (BS). Furthermore, the concept of green human resource management can be used by organizations as an effective alternative to increase responsibility in increasing business sustainability. Digital skills have a very significant role in implementing the research model.
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Hofmeyr, Karl B., P. Johan Rall, and Andrew J. Templer. "The future challenges facing South African human resource management." South African Journal of Business Management 26, no. 3 (1995): 108–14. http://dx.doi.org/10.4102/sajbm.v26i3.830.
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In this article we set out to examine how human resource professionals view the challenges facing South African companies. The views of a representative sample of human resource professionals were obtained to find out, in particular, what changes they expect in human resources management (HRM) in the future and what priorities need to be set for successful human resources management in a changing environment. In terms of human resource management objectives, respondents indicate that currently the emphasis in their work is on efficiency, human resource development, and industrial relations. They believe the major objectives should, however, emphasize human resource development and facilitating change, with considerably less of their time being committed to industrial relations issues. In terms of human resource activities, highest priority is given to managing organization change, affirmative action, and introducing participative management. Currently they are spending most of their time on industrial relations activities and training. Perhaps surprisingly, not much attention is being paid currently to the activities of cross-cultural management, and community upliftment and involvement. In the research we also investigate the balance of human resource responsibilities between HRM and line management. Activities which are perceived to be line management responsibilities are performance appraisal and employee communication. Those which should be a shared responsibility include employee development and affirmative action. Most respondents believe that the rate of progress with affirmative action is too slow. Perhaps predictably, human resource professionals see the most important challenge facing commerce and industry in the next five years to be the human resource challenge: in particular the need to improve productivity, affirmative action, training and development, and managing the demands of unions. The skills needed by human resource professionals to meet the challenges are sound 'business skills' as well as 'people skills'. They also need sound business knowledge and qualities of adaptability, empathy and sensitivity. In particular they need to be able to play a change agent role in their organizations.
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Priyanka. "USE OF AI IN HUMAN RESOURCE MANAGEMENT." USE OF AI IN HUMAN RESOURCE MANAGEMENT 34, no. 1 (2023): 14. https://doi.org/10.5281/zenodo.8337415.
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<em>Human resource management must adapt to changing business sectors to ensure the company's growth and success. AI tools in HR for recruitment, onboarding, pay administration, employee retention, and staff management. AI and human resource management </em>practice <em>are transforming how organizations hire, manage, and engage personnel because it could replace routine activities and cognitive duties, requiring new skills. In today's competitive corporate world, human resources are essential to organizational performance. To survive, firms must use creative human resource management methods to improve performance and differentiate themselves from competition to satisfy customers. Based on primary and secondary data, the application of AI in human resources and the problems the company faces in adopting it successfully, along with recommendations for strengthening AI in HR. In every facet of the global workforce, artificial intelligence and powerful self-learning machines are replacing humans. The true issue now is for HR departments to teach and retrain their employees in AI comprehension, teamwork, and working with AI & Robots to compete with AI and advanced robots.</em>
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Ahmad Kadafi and Mulyadin Mulyadin. "Pengaruh Kompetensi Dan Disiplin Kerja Terhadap Prestasi Kerja Pegawai Di Puskesmas Wawo Kabupaten Bima." Jurnal Penelitian Ekonomi Manajemen dan Bisnis 2, no. 4 (2023): 260–76. http://dx.doi.org/10.55606/jekombis.v2i4.2603.
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The importance of the existence of human resources in organizations originates from the increasing need for human resources functions for the implementation and development of organizations. The human resources function originates from the management function and strategic function. Organizations view it as important to make efforts to develop human resources because currently employees are a very important asset in achieving the stated goals of an organization. Human resource development is an activity related to increasing employee skills for sustainable growth within the organization. Human resource development is important to improve employee performance.
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Agustina, Fitria, Nabilah Maulidah Az-Zahroh, Ahmad Dhani Syahrudin, and Iriani Ismail. "Human Resource Management in Improving Employee Skills." Indonesian Journal of Contemporary Multidisciplinary Research 3, no. 1 (2024): 109–20. http://dx.doi.org/10.55927/modern.v3i1.7302.
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The aim of this research is to identify human resource management in improving employee skills in minimarkets located on Jl Raya Telang No.1, Perumaan Telang Indah, Telang, Kamal, Bangkalan Regency. The method used is descriptive qualitative. This research uses information data collection methods through interviews with target sources, image documentation, location surveys. The results of our research show that human resource management in improving employee skills at the Abell Store which is applied at SRC Abell can be said to be appropriate. Starting from recruitment, to determining new employees
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Shonia, Nana, Zurab Mushkudiani, Khatuna Shalamberidze, and Natela Janelidze. "PERSONAL MANAGEMENT CHALLENGES IN GEORGIAN COMMERCIAL BANKS." Problems of Management in the 21st Century 13, no. 1 (2018): 34–43. http://dx.doi.org/10.33225/10.33225/pmc/18.13.34.
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The aim of the research was to investigate the relation of Personal/Human Resource Management in Commercial Banks in Georgia. The effective, transparent and fair managing depends on many different factors and among them the personal/human resources management is one of the most important factors. The guarantee that the people who are properly chosen in the commercial bank, with appropriate skills, competencies and qualifications significantly increases their job effectiveness. It is remarkable that human resources management is being implemented differently in various countries. In some countries a special agency is created, which is centrally managed by the management of all human resources. While in some countries this practice is completely decentralized and each agency or department individually carries out personnel management. However, mainly mixed practices exist in the country where there is a central agency of human resources management, which defines the general strategy of human resource management, and directly implementing relevant activities such as selection and assessment. The results of the research allowed concluding that the main factor related to personal management in the commercial banks was the shortage of professionalism and financial resources. The lack of qualified staff was mentioned by the managers as an insuperable problem to introduce innovations as well. Keywords: commercial bank, personal management, innovative management, physiological climate.
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K, Ananthan. "A Study on Impact of Globalization on Human Resources Management." Shanlax International Journal of Commerce 7, S1 (2019): 71–79. https://doi.org/10.5281/zenodo.2552216.
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The pace of globalization is increasing continuously in terms of markets for goods and services, investment and business opportunities within one or more organizations. This transformation caused by globalization affects all the department in an organization in which human resource management is not left out in this transformation crusade as it has obligation to move along with the changing demands of the globalization process. This paper examines the impact of the workforce on Human Resource Management either locally or internationally also it revealed the various factors driving globalization in the workforce and the issues and challenges that confront the Human Resource Management in the global markets, and also the benefits of globalization Human Resource Information System (HRIS) to the Human Resource (HR) department. The roles and responsibilities • Human Resources departments are transforming as the modern business faces pressures of globalization. The global supply of talent is short of its long-term demand, and the gap is a challenge for employers everywhere. The shortage between the demand and supply of talent is likely to continue to increase, notably for high skilled workers and for the next generation of business executives. Now organizations need to place greater emphasis on attracting human capital rather than financial capital. Global staffing and management of a workforce diverse in culture and language skills, and dispersed in different nations are the key goals of global human resources. Only those multinational enterprises willing to adapt their human resource practices to the changing global labor market conditions will be able to attract and retain high performing employees. Companies with the ability to foresee their business needs and their workforce needs – especially for high skills – will gain the decisive competitive advantage. Where he headed the researcher to determine the effect of these changes that are called in general globalization and that this paper is considered as steps preliminary in-depth study explains what are the actual effects provided by globalization on human resources management, as this paper is generally focused on human resources in global organizations, European and Arab have It showed the following:
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Rahman, Noor, Heru Dwi Hartanto, Khuzaini Khuzaini, and Syahrial Shaddiq. "THE INFLUENCE OF HUMAN RESOURCES MANAGEMENT TECHNOLOGY DEVELOPMENT." Journal Competency of Business 7, no. 1 (2023): 91–108. https://doi.org/10.47200/jcob.v7i01.1934.
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Technological advances that continue to develop have had an impact on current management practices and are inseparable from human resource management practices. These practices in the Industrial 4.0 era. now it is inseparable from E-HRM. In running an E-HRM information system, of course, an organization must have adequate technology assets. In this case the Ministry of Agrarian Affairs and Spatial Planning/National Land Agency follows developments in the current era in its application in terms of Human Resource Development. The Ministry of ATR/BPN pays adequate attention to the development of apparatus work competencies both in terms of quality and quantity both Knowledge, Expertise, Skills and Attitudes so that they can carry out their duties and positions in a professional manner.
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Rois, Adib Khusnul, Jihan Nabila Zahara, and Ahnaf Nabil Irsyaadullah. "Manajemen Pengelolaan Sumber Daya Insani (SDI) di Lembaga Zakat Infaq dan Shadaqah Muhammadiyah (LAZISMU) Ponorogo." Musyarakah: Journal of Sharia Economic (MJSE) 5, no. 1 (2025): 66–76. https://doi.org/10.24269/mjse.v5i1.11827.
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This study discusses Human Resources in LAZISMU Ponorogo with professional system management. The background of this study is that Human Resources are the most important part of an institution and organization, Human Resources are a crucial aspect in the success of managing zakat, infak, shodaqoh and waqf (ZISWAF) by the LAZISMU Ponorogo zakat institution. The research method in this study is qualitative descriptive analysis. By explaining the phenomena that occur in the zakat institution (LAZ). Data were collected through interviews, observations, and documentation from directors and employees at LAZISMU Ponorogo. The results of the study indicate that Human Resources in LAZISMU Ponorogo can have good abilities, professional in work that has Knowledge and Skills, Communication and Interpersonal Skills, Character Excellence, Human Resource Development, Management and Leadership. The programs implemented in LAZISMU Ponorogo to improve SDI are as follows: 1. Providing Education on SDI, 2. Economic Empowerment in LAZISMU Ponorogo, 3. Social Empowerment in LAZISMU Ponorogo, 4. Community Empowerment in LAZISMU Ponorogo, 5. Improving Digital Skills in LAZISMU Ponorogo.
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Hadi Supraptika, Miftah Reza Tama Faturohman, Arnesha Febra Syavera, Putri Giovaningrum, and Adi Daen Fahmi. "APPLICATION OF HUMAN CAPITAL MANAGEMENT TO IMPROVE HR QUALITY AND COMPANY PERFORMANCE THROUGH THEORY." Multidisciplinary Indonesian Center Journal (MICJO) 2, no. 1 (2025): 309–14. https://doi.org/10.62567/micjo.v2i1.322.
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Implementing human resource management (HCM) is one of the main strategies for improving the quality of human resources (HR) and leading to increased business performance. Human capital theory focuses on the development and utilization of human resources as assets of strategic value. Continuous development of education, training and experience will produce a quality workforce capable of providing maximum contribution to the organization. The aim of this research is to analyze the application of HCM in the context of human resource development as a basis for improving organizational performance. This journal uses a theoretical approach from human resources to explore how investments in developing employee skills, knowledge, and abilities can increase a company's productivity, innovation, and competitiveness in the global marketplace.